mentoring program resources for employers …...positioning women for success windsor-essex ~...

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POSITIONING WOMEN FOR SUCCESS WINDSOR-ESSEX

MENTORING PROGRAM RESOURCES FOR EMPLOYERS

Revised - January 2016

POSITIONING WOMEN FOR SUCCESS WINDSOR-ESSEX ~ MENTORING PROGRAM RESOURCES FOR EMPLOYER PARTNERS

Table of Contents

Section 1: Mentorship Programs – Background Information and Mentorship Model Overview

Section 2: Characteristics of Mentors and Protégés

Section 3: 1:1 Mentorship Program Toolkit


SECTION 1

MENTORSHIP PROGRAM – BACKGROUND INFORMATION

Mentoring is frequently cited as a best practice for:

Attracting & retaining staff

Developing leaders

Focusing development on mission-critical goals & behaviors/competencies

Increasing knowledge sharing, transfer, & management

Cultivating new talent, reducing the costs/time horizon of on-boarding/assimilation

Building linkages across the organization

Facilitating organizational change & communication

Improving employee productivity & empowerment

Reinforcing cultural values & desired behaviors

Preparing individuals & organizations for new roles & leadership challenges

(Source: “Employee Mentoring Programs Benefits/Risk Assessment and Business Case” white paper from The Millennium Group International) http://www.tmgi.net/white_paper/employee_mentoring_white_paper

http://www.tmgi.net/white_paper/employee_mentoring_white_paper

http://www.tmgi.net/white_paper/employee_mentoring_white_paper


Mentorship Models Overview

Model Description Pro’s Con’s

On-line/ web-based mentoring programs

On-line/web-based mentoring programs are a means of providing a guided mentoring relationship using online software or email.

Time management efficiencies

Most, if not all, web-based mentorship programs come with built-in reporting capabilities, making gathering ROI information much easier.

online tool gives the mentoring program administrator the ability to monitor where participants are in the matching process

When purchasing an online mentoring software system, the Mentoring Program Manager should be concerned about whether the software is comprehensive and adaptable to your specific needs and also - who will service the contract once you sign on the dotted line. When licensing an online mentoring system, there will be an implementation process. This process could potentially be lengthy and complicated depending on the complexity of the program AND depending on the vendor you choose.

One-on-one mentoring

The most common mentoring model, one-on-one mentoring

matches one mentor with one mentee.

Reference: attached 1:1 Mentorship Program Toolkit

This is a preferred model because it allows both mentor and mentee to develop a personal relationship and provides individual support for the mentee

Employees have access to leaders and resources they may not normally have in their daily jobs

Leaders who serve as mentors have an opportunity to give back; to share their stories and experiences

Availability of mentors can be a limitation

Can be time & labor intensive

Resource-Based Mentoring

Resource-based mentoring offers some of the same features as one-on-one mentoring. The main difference is that mentors and mentees are not interviewed and matched by a Mentoring Program Manager. Instead, mentors agree to add their names to a list of available mentors from which a mentee can choose. It is up to the mentee to initiate the process by asking one of the volunteer mentors for assistance.

Leaders who serve as mentors have an opportunity to give back; to share their stories and experiences

Because mentees initiate the process, their buy-in to the program/process may be greater than with other mentoring programs

This model typically has limited support within the

organization and may result in mismatched mentor-

mentee pairing

http://www.mentoringcomplete.com/

http://www.management-mentors.com/resources/mentoring-program-manager/

http://www.mentoringcomplete.com/

http://www.management-mentors.com/resources/mentoring-program-manager/


Mentorship Models Overview – Cont’d

Model Description Pro’s Con’s

Group Mentoring Group mentoring requires a mentor to work with 4-6 mentees

at one time. The group meets once or twice a month to

discuss various topics. This model is often combined with the

one-on-one model. For example, some organizations provide

each mentee with a specific mentor. In addition, the

organization offers periodic meetings in which a senior

executive meets with all of the mentors and mentees, who

then share their knowledge and expertise.

Combining senior and peer mentoring, the mentor and the peers help one another learn and develop appropriate skills and knowledge

Group mentoring is limited by the difficulty of regularly

scheduling meetings for the entire group. It also lacks

the personal relationship that most people prefer in

mentoring.

Training-Based Mentoring

This model is tied directly to a training program. A mentor is assigned to a mentee to help that person develop the specific skills being taught in the program.

Program criteria and processes are clearly documented

Focused skill development for mentees

May be less time commitment for mentors and mentees because of the focused nature of the program

Training-based mentoring is limited, because it focuses

on the subject at hand and doesn’t help the mentee

develop a broader skill set.

Job Shadowing Job shadowing involves working with another employee who

might have a different job and might have something to teach,

or can help the person shadowing him/her to learn new

aspects related to the job, organization, certain behaviors or

competencies.

Closest substitute to actual job experience

Minimum time and cost – maximum benefit

Reinforces good habits in tenured staff

Very effective learning tool for an individual planning to take up a different role in the same organization; helps them get a better sense of options available and the required competencies for same

Develops expertise and helps both parties to learn and exchange ideas, and increases collaboration with other departments

May be difficult to schedule

Tenured employee may introduce bad habits, give false impressions

May be disruptive to the work day

Technology or space challenges

POSITIONING WOMEN FOR SUCCESS WINDSOR-ESSEX MENTORING PROGRAM RESOURCES FOR EMPLOYER PARTNERS

SECTION 2

Characteristics of Mentors and Protégés

Characteristics of Potential Mentors

Willingness to share skills, knowledge & expertise Demonstrates a positive attitude & acts as a positive role model Exhibits enthusiasm Values ongoing learning & growth in the field Provides guidance & constructive feedback Respected by colleagues & employees in the organization & in the professional community Maintains high, achievable expectations - sets & meets ongoing personal & professional goals Is open-minded Motivates others by setting a good example Active listener & good communicator Supportive, encouraging & inspirational – fosters success in others & likes to see others

succeed Good problem-solving skills; encourages independent decision-making Global thinker – attitude of continuous improvement Reliable Non-judgemental Committed to the organization and succession planning Discreet ( will keep information confidential) Good sense of humor Empathetic Looks for solutions; creates opportunities & opens doors Has good contacts (a network) Communicates hope & optimism Understands workplace culture


SECTION 2 – CONT’D

Characteristics of Potential Protégés

Eagerness to learn Ability to work as a team player Patient Positive attitude Respectful Demonstrates potential to achieve Listens, watches, learns, grows Makes themselves accessible Accepts criticism graciously Goes above and beyond required tasks Indicated desire for leadership Shows enthusiasm to absorb knowledge; asks questions Open & honest

Makes a positive impression at any opportunity; strives to give their best at all times

Competencies to be Gained Through Mentorship

Courage to try new things and take risks Displays confidence & competence; accepts responsibilities Understands the importance of informal meetings Believes in the value of setting goals Takes initiative Open to accepting “stretching assignments” Considers new possibilities Becomes more aware of career aspirations

Achieves visibility & takes advantage of key interfaces


SECTION 3

1:1 Mentorship Program Toolkit

Introduction

Before the initial meeting, the mentor and protégé should each consider what they would like to accomplish in

the relationship. Consideration include, but may not be limited to the following:

Professional values

Compatible hours

Expectations of the relationship (including skills and competencies the Protégé hopes to learn)

How to develop a sense of trust and openness

The Mentor helps the Protégé:

Create a vision for what can be accomplished

Clarify and set goals (both short and long term)

Shift perspectives to new possibilities

Develop new action strategies

Be accountable to what they say they want and what they say they will do

Draw upon the protégé’s existing experience and knowledge

The Protégé takes responsibility to:

Respect the mentor’s availability and time

Be receptive to information and feedback

Set realistic expectations with the mentor

Initial Meeting

The initial meeting between the mentor and protégé is critical to the success of the relationship, because it

sets the tone. It is extremely important to take the time to create a climate of trust and of safety. The

agreements made between the mentor and the protégé provide the basis for the relationship. The agreement

should be dynamic, capable of changing over time so that it will continue to meet the protégé’s and mentor’s

needs.

At the initial meeting, the mentor and the protégé should share with each other their considerations and what

they would like to accomplish. If comfortable, they can begin to collaborate to set some simple

developmental goals that are specific, achievable based on skills and the commitment. Both the mentor and

protégé are looking for a partner, and the goal of the initial meeting is to begin to find out if the individuals

will be a good match, and if both parties can reasonable commit to working toward the goals of the

agreement.



MENTOR TEMPLATE

The primary role of the Mentor is to provide guidance and support to your protégé, based on her unique developmental

needs. At different points in the relationship, you will take on some or all of the following roles: coach/advisor, source of

encouragement/support, resource person, champion and devil’s advocate.

Please indicate what you can offer to your protégé, and how you plan to evaluate your success.

This is what I can offer Indicators of Success



PROTÉGÉ VISION/GOAL TEMPLATE Career Vision:

In one sentence, highlight your career vision – what you would like to achieve or accomplish in the

mid-term or long-term future.

Long-term Plan:

In one sentence outline your high-level plan over the next few years – what you will do to move

forward toward your desired career outcomes.

Short-term Goals

(Examples) Action Steps

In order to achieve this goal, I

will:

Indicators of Success


SAMPLE Mentor/Protégé Agreement

Name:

Organization:

Goal (s) / Strategies

Example: Goal Take on a leadership role.

Example: Strategies 1. Create/discuss list of specific leadership skills I

possess. 2. Identify one project or meeting in which I can take

a leadership role.

Goal:

Strategies

Date:

Goal:

Strategies

Date:

Goal:

Strategies

Date:

Duration of Agreement and Frequency of Meetings

Start Date: End Date:

Frequency: (maximum of 4 hours)

Signatures

We agree that mentoring conversations will be conducted with the following guidelines:

Conversations will focus on results that we want to achieve professionally

Conversations will be confidential

Each participant agrees to maintain mutual dignity and respect

We will stretch ourselves

We can opt out

Protégé:

Mentor:


POSITIONING WOMEN FOR SUCCESS WINDSOR-ESSEX MENTOR/PROTÉGÉ PROGRESS FORM

This is a tool that can be used by Mentors and Protégés to measure/track progress during the course of the mentoring relationship; its goal being to ensure that the experience is as rich, fulfilling and relevant as possible, for both parties. Between mentoring sessions, the Protégé records their responses to the questions posed by the Mentor, and then submits the form to the Mentor in advance of the next mentoring session, so that the Mentor has time to review the Protégé responses.

Question (from Mentor) Response (from Protégé)

What was the most helpful piece of information, advice, direction that you received during our last mentoring session?

What have you accomplished since our last mentoring session?

What items did you not accomplish, despite good intentions?


Question (from Mentor) Response (from Protégé)

What challenges are you facing right now?

What are the opportunities available to you right now?

What would you like to discuss at our next session?

Name of Mentor: _________________________________________________

Name of Protégé: _________________________________________________

Date: _________________________________________________

mentoring program resources for employers …...positioning women for success windsor-essex ~...

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